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| Criterion |  Product Discovery Kano Model |  Operations Kaizen Event |  Operations Process Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 0.5-5 Tage | 1-3 h | 45-90 min |
Participantsdifferent | 10-50 | 4-10 | 3-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanContinuous improvementOperations | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations |